Easy enough in a small org, much more difficult in a big org. Part of the point of OKRs, when done right, are that it shows how the thing you're working on today ladders up to the big thing that drives the entire company forward. That said, in reality it's rarely executed well or with any precision whatsoever. I worked at a 1000 person place whose top level OKRs were so vague they were garbage. You could have created any feature whatsoever and shoed it into those.
